Rebels versus Guardians: a case study in misunderstandings

The story of Andrei Doroshin, a 22 year old who successfully led the testing and vaccination of thousands of Philly residents before getting fired, caught my eye in the news feed. Since writing this post, I’ve learned that this is quite a controversial topic and that Andrei is widely seen as guilty in the court of public opinion. I don’t know the details or the truth of his guilt or innocence… but I do want to use Andrei to highlight how brain wiring can lead to tragic outcomes and deep misunderstandings.

It seems evident from these write-ups that Andrei is a prototypical Rebel with a Cause — my term for gifted adults. And this story isn’t new or unusual: it’s played out in traditional organizations and political arenas around the world on a daily basis.

His story could be my story, and also perhaps yours, dear misunderstood Rebel. It’s also yours, you Guardians who work hard to keep the system relatively safe, predictable and efficient within this rapidly changing world. To you, Rebels are often threats not to be trusted.

The point of this article is not about actual guilt or innocence, or who’s right or wrong. It’s about the necessity of understanding and harmonizing opposite ways of moving through the world to bring out the best of both.

What makes Andrei a Rebel?

Diverse interests — He’s a leader in three different businesses: a real estate firm, a biotech company, and an organization called Philly Fighting COVID (CEO), the group who was tapped to run Philadelphia’s first mass vaccination clinic.

Fast thinker and mover — Andrei first gathered a group of friends to manufacture face shields with a 3D printer and donate them to local hospitals. The model then morphed into a pop-up COVID testing center before pivoting to vaccines.

Status quo buster — Hailed as an “operational savant,” Andrei led the team who administered over 7,000 shots (8% of the first dose count) in rapid time.

“We took the entire model and just threw it out the window,” Doroshin said during a segment on the Today show earlier this month, explaining what he saw as his clinic’s two big innovations: getting rid of paper registrations and creating a vaccine assembly line to speed up the shot-giving process. “We think a little differently than people in health care do.”

“Who Exactly is Philly Fighting COVID?” Philly Mag

Fairness fighter —  In interviews, Andrei revealed the justice gene that’s prevalent in gifted adults. “We just vaccinated 2,000 more people this weekend. We only care about vaccinating people.” And when confronted about his lack of experience, he commented, “Our expertise is we’re just trying to help.”

What’s all the fuss?

Governments and large businesses are notoriously populated by Guardians who are charged with keeping the mechanics of the system functioning in a safe and reliable way. From a Guardian’s standpoint, Rebels like Andrei are often viewed with resentment and mistrust. Why?

Rebels don’t stay in their lanes. In the case of Philly Fighting COVID, this group of 20-somethings had virtually zero health background that would appear credible to a Guardian. Rebels easily drift across traditional boundaries, successfully cross-pollinating ideas that work in one setting into totally different environments.

Rebels are obsessed with the work itself, often at the expense of rules or relationships. Philadelphia’s department of health claimed that Andrei turned the company into a for-profit entity “behind its back” and that they changed the data privacy policy on its vaccine interest form, which would enable it to sell the data to third parties.

“For Philly Fighting COVID to have made these changes without discussion with the city is extremely troubling,” a statement read. “As a result of these concerns, along with Philly Fighting COVID’s unexpected stoppage of testing operations, the health department has decided to stop providing vaccine to Philly Fighting COVID.”

“Who Exactly is Philly Fighting COVID?” Philly Mag

Let’s peel away the layers of accusations (which I can’t comment on) to focus on a couple key phrases here: “Made these changes without discussion with the city” and making decisions “behind its back.” Now, I know the optics look bad, but bear with me here…

From what I know about gifted adults with a strong fairness gene (and especially if they have shades of Asperger’s, which can show up as benign cluelessness), I might give Andrei the benefit of the doubt. Actual guilt or innocence aside, I’m convinced that he’s also on trial for simply being a Rebel — moving fast, making decisions on the fly based on what’s needed in the moment, and failing to slow down to ensure he’s checking all the boxes and bringing people along.

God knows I’ve been guilty of this at many points in my career, and have been punished for it. I’ve had people make incorrect assumptions about my intentions based on behavior that was interpreted through a neurotypical lens. One company value from my last employer that I most appreciated: “assume positive intent.”

Despite our fairness gene, we can also completely miss opportunities to pull in oft-overlooked minority collaborators. Andrei failed to connect with Ala Stanford, an experienced physician who founded the Black Doctors COVID-19 Consortium and had been performing tests in Philadelphia’s black communities for months. I’m not saying this is OK by any means; I simply know from my own personal “benign cluelessness” — flying too fast while focused on only on the work — that I’m reluctant to assign a guilty verdict to Andrei’s motive without deeper understanding.

Rebels can be sloppy. We’re usually not good at managing details. Our errors aren’t usually intentional; we simply let what we deem “small stuff” drop through the cracks as we’re chasing the bigger objectives. But small stuff to Rebels are actually quite significant to Guardians, and our apparent carelessness can erode credibility and trust.

“Philly Fighting COVID has submitted three separate invoices that were rejected due to incomplete documentation and duplicative time sheets…. We will only pay out for legitimate costs incurred by the provider.”

Jim Garrow, Philadelphia health department spokesperson

Rebels can be blindsided by lack of trust.

We’re moving forward, flowing and playing in the open space of possibility, experimenting what what generates the best outcomes, and loving this work, this dance — and if you’re not a Rebel, believe me when I say this is one of the highest, purest forms of enjoyment possible for us — when BAM: we’re hammered with accusations about how we’ve screwed up.

“I don’t understand why people are freaking out about this kind of stuff… We just vaccinated 2,000 more people this weekend. We only care about vaccinating people.”

Andrei Doroshin

Suddenly our joyful, purposeful play is reframed as failure: failing to respect the rules, failing to keep someone in the loop, failing to stay in our lanes, failing to have the right credentials, failing to create the intended outcome because we moved too fast and didn’t bring people along.

This lack of trust and the resulting feelings of failure take their toll.

After a number of these encounters we might “learn our lesson:” to stuff ourselves into a box and apply the mask, diligently and fearfully, trying to conform into a Guardian system that can’t understand or appreciate us for what we bring to the party. It can create intense feelings of depression and self-rejection until we learn to love our unique wiring despite the world’s messages to the contrary.

Guardians feel misunderstood as well.

This story helped me understand and value the role of the Guardian. I imagine that the pleasure that Rebels take in “dancing in the possibility space” is the same emotion that Guardians feel when constructing and working within systems designed for safety and predictability.

When Andrei celebrated throwing the old model out the window, he essentially trashed the work of countless Guardians who worked to iteratively refine a model that had a long track record; it was proven and safe. And given his lack of healthcare experience, he didn’t have the credibility to challenge the system. Andrei essentially slapped these Guardians in the face, and they slapped him in return.

What’s the solution?

I prefer to Start with WHO, not Why. First and foremost, we need to understand ourselves and each other.

Throughout my years of research into human motivation, emotion is the biggest predictor of behavior. And not just any emotion: the most impactful levers are the emotions connected to our 12 core needs like Security, Freedom, or Belonging. I feel safe, free, connected, impactful, seen, etc. — these feelings are how we know our needs are met.

Each human being has a unique set of “motivational DNA:” the handful of core needs and emotions that uniquely define how we see the world and make decisions. Rebels are primarily motivated by Autonomy (“don’t box me in!), and Guardians by Security. This tension between Autonomy and Security is at the root of countless battles, not least of which is the current political environment in the US and Britain.

Thing is, we need both. Rebels continually push the system to improve; Guardians ensure that change can be made in the safest, most reliable way. Is it even possible for them to meet in the middle?

Rebel and Guardian are just two of 33 Archetypes that I use in my work. Other Archetypes like Mediator or Unifier can play a critical role in creating the conditions for collaboration that celebrate both paths and navigate the third way forward. This third role is essential; too many Rebels simply don’t have the patience or social skills required for this human-centric integration. We’re usually off working on the next possibility that’s captured our interest.

What about you?

Where do you fall on the Rebel/Guardian spectrum? I’d love to hear stories about what’s worked within your organizations to bridge this gap.

PS. Read the full article in Philly Magazine and let me know what you think about my assessment.

PPS. If your organization is facing cultural friction in the face of change, let’s talk about how Starting with WHO — along with my Inner Compass process — can help you find common ground.

Wired to be rebels

For gifted adults and the managers who coach them.

One of the first questions I can remember asking myself as a young child was, “why am I the way I am?” It’s a question I never stopped asking myself, because this nagging feeling of I don’t fit in here chased me through all my moves as a military brat, and all my jobs as an adult.

I became obsessed with personality tests in my 20s. Myers-Briggs* was a revelation to me; as an off-the-charts N (Intuitive, 20% of the population), it explained why I had such a difficult time communicating with Sensors who seemed to think in a more literal, linear way. While my abstract thinking style bounced from A to W to D to M, making intuitive leaps based on absorbing multiple data points simultaneously, my Sensor bosses bashed me for “being unstrategic.” At the time, I assumed this meant I was defective.

Much later in life, I stumbled upon how high-functioning autism shows up in women, and I now consider myself neurodiverse despite a low likelihood of being formally diagnosed. Being exceptionally good with language (I was reading at a fourth-grade level in kindergarten) and a social and identity chameleon, I’d never be picked up on the radar of diagnostic tests designed for boys. I’ve worked hard to adapt to the “normal” world… which means that the autism community is simply one more place where I sort of fit in, but still an outlier.

Gifted adults, or rebels with a cause?

But in the past week, I stumbled onto the literature about gifted adults: those with above-average intelligence and/or an exceptional talent. Ding ding ding!! Now we’re onto something. The below chart takes a more visual view of common gifted characteristics. Or, check out this helpful article on how gifted shows up in the workplace.

In the past few years I’ve come to accept and embrace my quirks that come with being so-called “gifted,” which I’ve defined as a rebel with a cause: breaking rules that don’t make sense, constantly asking why something is the way it is, and obsessing over fairness and justice. I work faster than most. I can consume vast amounts of data, metabolize it and find the patterns. Instead of being broken and dysfunctional, I’ve realized that these are my superpowers I share with other gifted adults. I’ve found my tribe.

But original minds carry some baggage. We can have a fear of failure thanks to high expectations of ourselves… get caught in a perfectionist trap… get overwhelmed by all the possibilities we see… have difficulty focusing on one thing… feel alone and misunderstood. And it’s also hard for us to work in traditional and hierarchical environments where we’re expected to hunker down in our box and color inside the lines.

Gifted is also frequently misdiagnosed as ADHD or high-functioning autism (HFA); the similarities are remarkable. And it’s also common for all these traits to coexist in some people (including me.)

rebel brains are wired differently.

Gifted adults make up anywhere from 2 – 20% of the population depending on whatever arbitrary cut-off point you choose. Meaning we’re minorities, different on the inside, based on how our brains are wired… which is why I advocate for a broader definition of neurodiversity in the workplace. Traditional ways of coaching and supervising aren’t usually effective with us.

We might drive managers crazy with our constant challenging of the status quo, or insistence on doing meaningful work, or emotional or environmental sensitivity, or oblivious disregard for arbitrary departmental or hierarchical boundaries. But put us in the right environment, allowing us the autonomy to solve wicked problems, and we become prized assets. You just need to understand how we’re wired; different can be inconvenient, but it doesn’t mean we’re wrong.

Here are four ways that we’re neurologically unique, along with coaching implications. Our brains take in more information, think laterally through greater connectivity, think at lightning speed, and process more intuitively.

We take in more information

Crazy or creative? Both can be linked to the degree of latent inhibition in the brain: “the capacity of an animal to unconsciously screen out stimuli perceived as irrelevant to its needs.” That means that a mind with low levels of latent inhibition is bombarded with more details than the typical mind. All those details can lead either to madness (think John Forbes Nash in A Beautiful Mind) or simply a greater creative capacity. Or both.

A study among Harvard undergrads found that high lifetime creative achievers had significantly less latent inhibition than low creative achievers. Additionally, creative thinkers within a single domain (think math or music) proved seven times more likely to have low latent inhibition scores than high ones. Higher IQ and working memory seems to protect these minds from the severe psychological downsides of taking in too much information.

But psychological downsides still exist. Gifted kids and adults often are sensitive and easily overwhelmed, either by the sensory environment, emotions, or simply too many ideas rattling around in our brains. It can be helpful to create very quiet working environments (or use noise-canceling headphones). If I’m drinking from an information firehose I find that a 20 minute nap resets my brain from an overwhelm-induced freeze. Lastly, we need different approaches to goal-setting: ways to take options off the table and keep moving in the same direction without stifling our diverse interests or forcing us into a linear mode of working. I’ve created a process called Intent+Improv to solve for this.

Our brains are more connected

Gifted children and adults are known to be exceptional associative thinkers. We’re able to connect the dots across all that stimulus we absorb, likely because we have more connections in our brains.

Connectivity across brain regions is akin to the roads on which you travel to get from place to place. In the brain, these roads are made up of tracts of white matter which serve as higher speed freeways. The gifted brain has more of these tracts,2 allowing for the possibility of more “traffic movement.”

Neuroscience of Giftedness: Greater Connectivity Across Brain Regions

We rebels need to learn how to translate our lateral ideas in a linear context to be understood by most people; we need to show how we arrived at our conclusions, which are usually evident in hindsight. Conversely, linear thinkers need to appreciate that divergent minds are simply taking a different route. Not better or worse, just different.

The other major coaching opportunity for rebels is taking the time to think through other options; intuitive, associative thinkers can easily get married to the patterns that we see so clearly and quickly. A top-down, logical approach is necessary to pressure-test our ideas and identify what’s missing… before our bosses and clients point it out! My favorite coaching question: what’s the third way here?

We think and iterate at lightning speed

Because we’re processing more information using more connections, we think faster. As kids, we may have entertained ourselves in class, bored, waiting for others to catch up.

“When you say someone is quick-thinking, it’s genuinely true. The impulses are going faster and they are just more efficient at processing information, and then making a decision based on it.”

Paul Thomson, PhD, professor of neurology at UCLA School of Medicine

We’re still doing the same thing as adults, only now, we’re not waiting. And we end up leaving behind the very people we need to bring on board to make our visions a reality. Shannon Lucas and Tracey Lovejoy’s new book delves into the nature of catalysts — essentially gifted adults with a drive for action — and how we need to slow down with intentionality to bring others along and avoid burnout.

“What you see and do in a proverbial flash is what entire teams take years to map out. And the only way to remove the blind spots, protect yourself, and value your strengths is to make your movements visible—first to yourself, then to everyone you’re bringing along with you.”

Move Fast. Break Shit. Burn Out. The Catalyst’s Guide to Working Well
We process information more intuitively

While the left/right brain dominance theory has been debunked (replaced by dual-processing theory popularized by Daniel Kahneman’s Thinking, Fast and Slow), there are two areas of hemispheric specialization that are interesting and relevant to this topic: Intuition likely happens in the right half, but language is processed in the left.

“…a more distributed intuitive network may feed into a predominately right hemispheric insight-based functional neuronal architecture.”

“…The right hemisphere lacks the capacity to generate productive language in over 95% of the population…”

Intuition, insight, and the right hemisphere: Emergence of higher sociocognitive functions

I’ve noticed that the rebels I coach (mostly women) often have difficulty translating what they intuit into words. Because we mostly process abstractly, holistically and visually in the right brain, we need to “port” these ideas into the language center located in the left hemisphere. It’s a challenge shared by those on the autism spectrum as well; as articulated by a member of an Aspie Women Facebook group:

“If my brain takes in and organises so much information at once, is that caused or helped by the fact it seems to bypass my brain’s language centres? It’s incredibly hard work to describe what I know… I always feel at a loss for words to convey the largeness and complexity of my understanding. So much is lost in translation.”

 This can lead to an obsessive need to “talk things out” in order to capture the essence of abstract ideas, or it can lead to “freezing” or introversion. To managers, it looks like a jumble of poorly thought-through ideas, or interpreted as socially challenged behavior. I had a manager override my gut-level intuition because I couldn’t quickly articulate why I felt so strongly about a contradictory solution.

Coaching opportunities exist on both sides here. For the rebel, you’ll need to go through the extra step of translating gut-level insights into logical arguments; since you think and work faster than normal, it’s a matter of slowing down and giving extra time. This will feel excruciating, but worth it to streamline communication and understanding.

Managers: instead of disregarding an employee’s intuition, honor it and use this as a learning opportunity for both of you. Say, “we recognize you have an intuitive thinking style; why don’t you take a day to sort through your thoughts and lay out your argument in a way we can understand.”

When we reframe neurodiversity beyond its narrow disability-oriented definition to encompass the unique wiring of gifted adults — aka rebels with a cause — everyone wins.

Sound familiar?

If you’re a self-identified rebel with a cause, or you’re a manager with a high-potential rebel on your hands, I’d love to talk with you. Book a call here.


*Re: Myers-Briggs, people can’t be put into boxes, labeled and categorized like widgets. I have taken this test many times over the years, getting different scores based on my context at the time. I still find it very helpful as a directional guide for understanding self and others. As a consistent INxx (INTJ, INFP, INTP) my personality and thinking style is a very small percent of the general population. If you’d like a free test, click here.